The International Symposium for Coaching and Positive Psychology in Education (ISCAPPED) happened in Sydney this week. It involved two days of keynotes, breakout sessions and corridor conversations by academics, pracademics and practitioners committed to researching, implementing and sharing their coaching and positive psychology work in schools around the world, and specifically in Australia. The yoking of two fields meant that it was possible to glean the differences in the arenas and the places at which they intersected. What stood out to me as a point of difference was the language used; while positive psychology sessions tended to use words like ‘self-esteem’ and ‘strengths’, coaching presentations were around ‘efficacy’ and ‘capacity’.
I presented twice at the symposium, once with colleagues, on the journey of our coaching model for teacher growth, and once on the coaching findings of my PhD research, which was set against the context of that school-based coaching model for teacher professional learning.
My colleagues and I outlined the story of the development of our model from its strategically-aligned beginnings, to its teacher-owned development and its whole-school implementation. Our presentation included a structured conversation that used some of the basics of Cognitive Coaching: the pattern of pausing, paraphrasing and posing cognitively-mediative questions, while setting aside the coach’s own patterns of unproductive listening. Our selection of coaches is based on beliefs that, while everyone is coachable and has the capacity to improve, not everyone can be a good coach.
I then shared my PhD research alongside Alex Guedes, who has also conducted research against the backdrop of a school-based coaching model for teacher capacity building. This presentation, which occurred under lights on the stage on which the keynotes were presented, covered the context, foci, method and findings of our PhD studies, with a particular focus on coaching. My findings, which I explore in more detail in this paper in the International Journal of Mentoring and Coaching in Education, include that coaching can be an empowering, identity-forming, relationship-building and language-shaping experience. They also include that coaching, while not a silver bullet, can be an effective part of positive organisational growth.
These findings resonate with Costa and Garmston’s notion of holonomy, in which the parts and the whole are both separate and together; the individual and the organisation grow and influence one another. Identities, language and understandings are collectively constructed. Congruent tools like Cognitive Coaching and the Danielson Framework for Teaching can be used to grow people, teams and systems, within environments and relationships of trust. In the coaching intervention that provided the context for my study, and that continues to operate in my school, non-judgemental data provides a ‘third point’ in coaching conversations, in order to depersonalise teacher reflections. Another third point is the Danielson Framework, our shared standards of teaching practice.
lucky enough to catch Vivid Sydney while we were there
Coaching is hard cognitive work. This Monday, the #educoachOC Twitter chat will explore listening in a coaching context. I’ve recently been exposed to another string to the listening toolbox I use when coaching, which has thus far included careful listening for spoken language use, purposeful paraphrasing and watching eye movement to gauge what thinking is going on for the coachee. Recently, Bruce Wellman, author of The Adaptive School and Learning-focused supervision, came to work with my school on a variety of things. He worked with our team of coaches on something he calls non-verbal paraphrasing. He ran a workshop with us and shared his paper titled, ‘Nonverbal elegance when paraphrasing’.
Bruce couches this idea in research from anthropology, linguistics, cognitive science and neuroscience. Gesture, he explains, reduces the cognitive load of the speaker, saving energy by communicating information through body as well as spoken language. It is also primal in that gestures can reflect emerging or intuitive understandings. That is, our physicality can express those things we might not yet have words to express, or those things we are wrestling with between our knowing and not knowing.
In a coaching context, our brain’s mirror neurons help us to show empathy with the coachee, and we can also be deliberate about mirroring body language in order to be in rapport. Bruce suggests that additionally, we can “listen with our eyes”, watching for how someone’s body language extends, amplifies or makes clearer their thinking. Paying careful attention to how coachees use their hands—to explain concepts, sequence events or place people in their internal world—is a powerful listening skill. It allows the coach to paraphrase, not just the words the coachee uses, but also the physical referencing. Since doing this workshop I’ve noticed myself paying more attention to gesture, and trying to reflect back coachees’ gestures during my paraphrasing.
(Side note: As I type this I’m finding that I am gesturing between keystrokes as I try to figure out my ideas and the words I’ll use to express them. Perhaps that’s because Bruce Wellman’s concept of non-verbal paraphrasing is new to me, and my primal brain is helping me figure out my understandings. I’ve spoken a lot about writing as a mode of inquiry – writing to understand. I’m wondering now about gesturing as a mode of inquiry – gesturing to understand. *gesticulates wildly*)
So there are multiple skills to coaching, which can be honed and developed over time, but as Christian van Niewerburgh’s keynote pointed out, the coaching process and coaching skills aren’t enough. They are necessary but not sufficient. I agree with Christian when he says that transformative coaches are those who adopt coaching as a way of being. I also agree with him that coaching needs a theoretical and evidence base. Coaching isn’t a recipe on a laminated sheet. It is more than a process, a conversation or something anyone can do after a quick training session in which they are given a conversational formula.
Cognitive Coaching, which is the model in which I am trained and that my school uses in our context, is deeply rooted in research, and layered with multiple lenses and skills. The research base for Cognitive Coaching is most rigourously explored in Art Costa and Bob Garmston’s Cognitive Coaching text, now in its third edition (the previous editions were called Cognitive Coaching: A foundation for Renaissance schools). Other references include this 2003 paper on why Cognitive Coaching persists. These references and others (I have plenty!) tease out the reasons why coaching, done well, can be powerful and transformative.
Coaching is not mentoring, or telling, or advice giving, or passing judgement, or giving ‘helpful’ tips that make the feedback-giver feel like they’re being really useful. It is trusting in the capacity of the other person to solve their own problems, decide on their own trajectory of growth and consider how best to improve. The coach’s difficult work is in expertly and deliberately using a toolbox of knowledge and skills. These knowledge and skills are deliberately used as well as internalised and woven into the coach’s way of being, to help move the person’s thinking forward. That’s where the ‘cognitive’ in Cognitive Coaching comes in. The coach mediates thinking, because thought is what drives action. Changing thinking changes behaviour. It’s in the ‘a-ha’ moment, which cognitive coaches call ‘cognitive shift’, that individuals are transformed from the inside out. The magic is that the coach is mirror, conduit, provocateur and nudger, but it is the person being coached who does the thinking and finds their way.